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What You Need to Know Now to Be An Effective RDO Leader

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This presentation was delivered at NADO's Annual Training Conference, held in Anchorage, Alaska on September 9-12, 2017.

New RDO leaders are often struck by how much they need to learn as they assume new roles with greater responsibility in their organizations. During this Learning Lab, attendees will gain insights into what makes a strong RDO leader, including: building
solid board relationships, proactively addressing staffing issues, and managing uncertainty.

Monica Scamardo, President, Variate, Round Rock, TX
Sponsored by Three Rivers Planning and Development District

Published in: Government & Nonprofit
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What You Need to Know Now to Be An Effective RDO Leader

  1. 1. What You Need to Know to Be an Effective RDO Dr. Monica Scamardo www.variateconsulting.com 512.914.6484
  2. 2. Effective RDO’s 1. Manage Uncertainty 2. Engage the Board 3. Address Staffing Issues
  3. 3. #1 Manage Uncertainty
  4. 4. Results Accountability Commitment Productive Conflict Trust Relationship Between Trust & Results Lencioni, 2002
  5. 5. Components of Trust Character • Adheres to a set of principles • Actions reflect values • Clear motive and intentions Competence • Relevant skills & capabilities • Get results • Performance on the job Benevolence • Want to do good for others • Demonstrate respect & caring • Protect others’ interests Resource: Mayer, Davis & Schrooman, 1995 Competence Benevolence Character
  6. 6. Best Practices to Manage Uncertainty • Make and keep commitments • Explain decisions & direction • Give/Seek feedback • Be visible • Engage in difficult conversations • Speak to influence
  7. 7. Speaking Concisely Framework P Make your point upfront R Give your rationale E Provide evidence & data P Repeat your point
  8. 8. #2 Engage Your Board How?
  9. 9. Goals Create Engagement • Be sure your board members know your goals for the year. • How many members to we want to gain? • How much funding to we want to secure? • How many people do we want to serve directly? • Be sure they know the impact of accomplishing the goals. • We’ll help our region to XYZ. • We will help hungry people get nutritious meals right here in our community. • Be sure every board member knows what their job is to make the plan happen. • Bring in 25 new participants to annual conference. • Run a task force to identify XYZ • Serve on a governmental relations committee to strengthen relationships with elected officials. • Keep in touch with your board members informing them of successes and specifically where you need their support.
  10. 10. Engaging Board Members 1. COMMUNICATE GOALS 2. PERSONAL SITE VISIT 3. COMMITTEES ASSIGNMENT 4. PERSONALIZE THE RELATIONSHIP 5. GET COMMITMENTS EARLY 6. RUN VALUABLE BOARD MEETINGS
  11. 11. #3 Address Staffing Issues
  12. 12. What is a Crucial Communication? 13Source: Crucial Conversations, Patterson, Grenny, McMillan, Switzler Opinions Vary Stakes Are High Emotions Are Strong
  13. 13. Why We at Crucial Communications 1. Avoid or stay silent 2. Attack the person 3. Don’t care/care too much about other’s interests 4. Don’t have a model 5. Hijacked by emotions 14
  14. 14. Checklist for Crucial Conversations 1. It’s a process, not a one-time event 2. State the goal/purpose 3. Discuss the data/experiences 4. Get their input 5. Layout the options to reach the goal 6. Confirm the outcome of the conversation
  15. 15. Types of Conflict Relationship: a personal disagreement Task: disagreement over what the goal is Process: disagreement over the means or process for achieving a goal Status: disagreement over who is in charge or can call the shots
  16. 16. Dr. Monica Scamardo monica@variateconsulting.com 18 Training & Retreats Speaking Engagements Leadership Coaching Workplace Consulting

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